Make it a Better Experience (Overcoming Resistance to Change)

Change is hard for most people. Organizational change is notoriously challenging whether it's introducing new technologies, restructuring teams, or shifting business strategies, change can disrupt the status quo and evoke resistance at multiple levels.

For leaders and change managers, the key to smooth transitions lies not only in planning effective strategies in advance but also in being agile enough to apply reactive measures as new challenges emerge. Effective change management requires a deep understanding of the human aspects of change and a robust toolkit of strategies to mitigate resistance.

In this blog post, I'll provide some examples of how someone might leverage the Make it Toolkit and its fifteen (15) behavioral change strategies as part of a change management effort.

Rosabeth Moss Kanter is a renowned professor at Harvard Business School and an expert in strategy, innovation, and leadership for change. An often-referenced article from her numerous articles and books is a specific article she wrote for the Harvard Business Review about change management titled "Ten Reasons People Resist Change".

In this article, she identifies ten common reasons people resist change in organizational settings:

So I thought to myself, wouldn't it be interesting to evaluate how different Make it Toolkit strategies might be leveraged to help address each of these common reasons people resist change? It's not exhaustive, but, I think the list will be helpful to most change management leaders and change management practitioners. For each of the examples, I leverage a specific type of change scernario for context (e.g., organizational restructuring, technological change, leadership transitions, etc.) to provide a little variety to the piece.

Hopefully, this will help you develop an appreciation for how you might leverage the Make it Toolkit for planning and orchestrating different types of change management initiatives within your organization.

(1) Loss of Control

Change can make people feel that they've lost autonomy over their territory, undermining their sense of self-determination. Leaders can mitigate this by involving those affected in the planning process, thereby giving them a sense of ownership.

Scenario: Organizational Restructuring (e.g., a merger)

• Makeit Yours: Create integration committees that include employees from both organizations, allowing them to help shape key decisions about the merged entity’s policies, office layouts, and cultural norms. This gives them a voice and a stake in the outcome, reducing feelings of helplessness.
• Makeit Social: Organize joint team-building activities, such as workshops, retreats, and collaborative projects, which mix employees from both companies. This fosters new relationships and builds a unified culture.
• Makeit Empowering: Set up 'Employee-led Innovation Labs' where staff can propose and develop new ideas that might benefit the merged entity. Give them resources and executive attention to bring the best ideas to fruition.

(2) Excess Uncertainty

Change that is perceived as risky or like stepping into the unknown can lead to rejection. Leaders can overcome this by providing clear, simple steps and a timetable to create a sense of safety and certainty.

Scenario: Technological Change (e.g., new enterprise software)

• Makeit Tangible: Conduct live demos showing the software’s benefits, followed by pilot programs in select departments. Share success stories across the organization to illustrate the positive impacts, such as time savings and error reduction.
• Makeit Timely: Release a detailed rollout plan with timelines, milestones, and goals. Provide a roadmap that shows when training sessions will occur, when old systems will be phased out, and when full implementation is expected.
• Makeit Achievable: Design a comprehensive training program segmented by department and skill level. Offer badges or certificates for each completed training module to recognize progress and build confidence.

(3) Surprise, Surprise

Sudden changes without prior notice or preparation can face resistance. To prevent this, leaders should gradually introduce the idea of change and seek input from those involved.

Scenario: Strategic Shifts (e.g., a pivot to new markets)

• Makeit Timely: Begin communicating potential market shifts early through internal newsletters and town hall meetings, providing regular updates as plans solidify.
• Makeit Tangible: Showcase the practical benefits and real-world applications of entering new markets by using case studies, pilot projects, and success stories.
• Makeit Easy: Break down the market entry strategy into small, manageable tasks. Start with activities that are similar to current operations to gradually build up to more complex initiatives.

(4) Everything Seems Different

People are creatures of habit, and too many changes can be overwhelming. Leaders should minimize unnecessary differences and keep some elements familiar to ease the transition.

Scenario: Cultural Transformation (e.g., adopting a digital-first approach)

• Makeit Intriguing: Introduce digital tools in engaging, interactive workshops or webinars that highlight their innovative features and potential uses. Emphasize how these tools can transform everyday tasks and inspire new ways of working.
• Makeit Tangible: Showcase quick wins from digital initiatives, such as time saved through automation or increased engagement from digital marketing campaigns.
• Makeit Social: Establish digital mentorship programs where tech-savvy employees can assist others, creating a supportive peer learning environment.

(5) Loss of Face

Change can make previous methods or practices seem outdated or wrong, potentially embarrassing those associated with them. Leaders should honor the past achievements while clarifying that new circumstances necessitate change.

Scenario: Process Improvements (e.g., phasing out an old manufacturing process)

• Makeit Meaningful: Organize a formal acknowledgment event to celebrate the achievements associated with the old process, emphasizing how it has laid the foundation for future advancements.
• Makeit Achievable: Ensure that employees who are experts in the old process are provided with structured training and clear, attainable goals as they transition to the new process. This approach should include step-by-step guidance and support to build confidence and competence in their new roles.
• Makeit Empowering: Include these employees in pilot groups for the new process, allowing them to provide input on adjustments and improvements, which can help optimize the transition.

(6) Concerns about Competence

Changes that make people doubt their skills can lead to resistance. Leaders should support transitions with training, resources, and reassurance to boost confidence.

Scenario: Technological Change (e.g., implementing AI technologies)

• Makeit Achievable: Implement a phased training approach, starting with basic fundamentals before advancing to more complex applications of AI. Provide frequent feedback and support to enhance learning.
• Makeit Easy: Establish a helpdesk and online resource hub with FAQs, tutorials, and forums where employees can quickly find solutions to common issues or share tips.
• Makeit Yours: Allow employees to customize their AI tools by choosing interfaces or features that best suit their personal work style, helping them better integrate the technology into their daily tasks.

(7) More Work

Change often means additional work for those involved. Leaders can acknowledge this by providing focused roles, additional perks, and recognition for those undertaking the extra work.

Scenario: Organizational Restructuring (e.g., creating a new department)

• Makeit Easy: Automate routine tasks within the new department using software that can handle administrative work, such as scheduling and reporting, thus reducing the perceived increase in workload.
• Makeit Achievable: Define clear, manageable goals for the new department with realistic timelines. Provide adequate resources and support to achieve these goals without overwhelming the team.
• Makeit Timely: Coordinate the launch of the new department with the completion of other significant projects, ensuring that employees are not overloaded with responsibilities at critical times.

(8) Ripple Effect

Changes can affect various parts of an organization and beyond, causing disruptions. Leaders should engage with all stakeholders, even those indirectly affected, to minimize negative impacts.

Scenario: Leadership Transition (e.g., a new executive team)

• Makeit Social: Implement a structured onboarding process for the new leadership that includes town hall meetings, department visits, and informal coffee chats to foster interactions across all levels of the organization.
• Makeit Tangible: Communicate the benefits of the new leadership’s strategies through data and real-life examples that relate to everyone's roles, helping to align their work with the organization’s direction.
• Makeit Obvious: Clearly display the new leadership's visions and objectives throughout the organization using concise messages in newsletters, internal websites, and on bulletin boards. Share regular updates from the new leaders to reinforce their key messages and decisions, illustrating their alignment with the organization's overall goals and benefits.

(9) Past Resentments

Historical grievances can resurface during periods of change. Leaders should address these resentments and attempt to heal old wounds before moving forward.

Scenario: Crisis Management (e.g., recovery from a financial scandal)

• Makeit Empowering: Create forums or committees that include employees at various levels to contribute to new policies or practices, giving them a role in reshaping the organization's future.
• Makeit Tangible: Use regular, transparent communication about the steps taken to address past issues and the progress being made, backed by data and specific examples.
• Makeit Meaningful: Align the recovery efforts with the core values and mission of the organization, emphasizing how overcoming the crisis and making improvements will contribute to a larger purpose. That it is not just about compliance, but also about rebuilding trust with stakeholders and ensuring the organization's longevity and integrity.

(10) Sometimes the Threat is Real

Changes that genuinely threaten jobs or financial stability can lead to significant resistance. Transparency, honesty, speed, and fairness are crucial in such situations to manage the impact effectively.

Scenario: Workforce Changes (e.g., automation replacing jobs)

• Makeit Meaningful: Communicate how the shift to automation aligns with the organization's long-term sustainability and efficiency goals, and how these changes help secure the company's future—and by extension, the future of its employees.
• Makeit Empowering: Involve affected employees in the automation planning process, perhaps in roles that test new systems or in decision-making committees. This can help mitigate fears by giving them a stake in how changes are implemented.
• Makeit Achievable: Develop pathways for employees to transition to new roles or departments where their skills can be utilized, accompanied by training programs that equip them for these new challenges.

In Conclusion

Navigating change within an organization is difficult regardless of the size or scale of the change. Therefore, change management practitioners should arm themselves with the right toolkit, one that informs change management strategies through the lens of applied behavioral science. I firmly believe the Make it Toolkit is just that.

Reach out and book a time to chat if you wish to learn more about the makeit toolkit: